Underlined once again in the Shaping SUEZ 2030 plan, ethical values have always been at the heart of SUEZ s strategy and development.

This is why the Group has established an Ethics and Compliance division, coordinating a network of 17 ethics officers covering all the Group s entities, together with local compliance officers appointed for business units/business areas that have a particularly large number of employees or that are spread out geographically. As of 31 December 2020, the network represented a total of 94 people under the hierarchic or operational responsibility of the General Secretary, Group Ethics Officer. This structure is supplemented by a mechanism for collecting and addressing reports from employees and third parties of situations that violate the Group s rules on ethics and vigilance.

To prevent and manage controversies about its activities, SUEZ has applied a policy of voluntary dialogue for over 10 years. The Group commissions a third- party guarantor every year to consult experts and stakeholders to address collectively any dilemmas that have arisen, and provides mechanisms for dialogue tailored to the contexts and stakeholders of its projects. The Group also applies a strategy of positive

Ethics, dialogue & vigilance -

influence and responsible lobbying for communication with institutions on issues related to its activities, builds strategic alliances with other players to support the environmental transition and creates new platforms for discussion and common standards, such as the OECD principles for water governance.

SUEZ updated its vigilance plan in 2020, and now provides a dedicated document on its website for easy access by stake- holders. The year 2020 saw the deploy- ment of a plan to manage the Covid-19 crisis and the continuation, despite the pandemic, of the health and safety action plan, with a particular focus on com- pressed gas suppliers following a fatal accident that occurred in India in 2019. The Group developed a new management standard (procurement, transport, han- dling, storage etc.) and shared it with all its entities. The subsidiaries carried out a supplier quality review and began self-assessment of compliance with the standard in order to deploy corrective actions in 2021.

17 000 employees received training on ethical topics in 2020

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In a context of heightened risk due to the use of home working and the develop- ment of remote surveillance for infra- structure managed by the Group, SUEZ also worked to reinforce cybersecurity through a large-scale staff awareness campaign and the deployment of sever- al cybersecurity solutions to protect over 55,000 workstations and remote connec- tions used by employees or installations operated by the Group. Finally, as part of the preparation of its plan for alignment with the 1.5°C scenario (see p.39), and following a significant increase in the risk to continuity of service in certain highly exposed areas (including Morocco, Chile, Australia and Spain), SUEZ began a pro- gramme to strengthen its monitoring and prevention of physical risks caused by climate change.

As an operator of essential services, SUEZ has had two goals during the Covid-19 crisis: protecting its employees and ensuring the continuity of public water and waste services.

SUEZ has looked ahead continuously and taken steps to protect its employees. Staff were given easier access to masks, tests and the first vaccines on a voluntary and totally confidential basis. SUEZ decided to supplement state provision for short- time working and provide financial sup- port measures for families of employees who lost their lives to Covid-19 in coun- tries with no social security system.

SUEZ paid particular attention to fragile or sensitive customers (such as hospitals) in order to ensure continuity of service,

limit the need for visits to offices and reduce water bills for low-income households. Feedback was sought on how the first phase of the crisis had been managed, including an employee survey in June 2020: nearly 80% of staff were satisfied with the support provided by SUEZ and only 6% gave a negative opinion. This work led to 143 operational lessons being incorporated into internal procedures and shared more widely with customers via two webinars organised by the French Development Agency (AFD) and AgroParisTech.

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